The importance of having diverse workplaces has been described adequately in literature to the effect that most organizations the world over could be synonymous with the contributions of diversity to their success. However, what remains uncertain is whether organizations have taken significant steps towards the realization of diversity. It is noteworthy that diversity no longer concerns having people from different backgrounds work in the same place since the concept has evolved to include the development of an inclusive workforce that seeks to integrate everyone in decision-making. Consequently, workplace diversity management is important for the development of a corporate culture of inclusivity that would drive the success of a business.
Diversity management is important for the development of proper corporate cultures that spur inclusivity. Most of the studies on diversity suggest its positive contribution to the success of businesses (Noe et al., 2006; Gomez-Mejia, Balkin & Cardy, 2007). Managers understand that they need to seek diverse opinions, for example, if they have to be innovative and competitive. However, most of them could be experiencing problems with the inclusion of all people within their workplaces in their business strategies. The identified problem underscores the need for effective workplace management skills from the managers. The role of these skills would be to drive the development of a tradition of inclusion, which respects and seeks the input of everyone, including junior employees in the strategies formulated (Noe et al., 2014). Consistent with the scares of workplace harassment and lack of job satisfaction that are associated with poorly managed multicultural workplace settings, having a corporate culture of inclusivity spurs better performance from everyone.
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Conclusively, the significance of corporate culture in the success of business models suggests the need for managers to develop inclusive environments that would seek and respect people from diverse backgrounds. The primary importance of workplace diversity management, therefore, is to create an inclusive workplace that would create a competitive advantage.
References
Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2007). Managing human resources . Upper Saddle River, NJ: Pearson/Prentice Hall.
Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2006). Human Resources Management: Gaining a Competitive Advantage, Tenth Global Edition . McGraw-Hill Education.
Noe, Raymond A., Steffanie L. Wilk, Ellen J. Mullen, and James E. Wanek. "Employee Development: Issues in Construct Definition and Investigation ofAntecedents." Improving Training Effectiveness in WorkOrganizations, ed. JK Ford, SWJ Kozlowski, K. Kraiger, E. Salas, and MS Teachout (Mahwah, NJ: Lawrence Erlbaum, 1997) (2014): 153-189.
